PDF Ebook Customer Relationship Management: A Qualitative Cross-Case Analysis In The Uk and Saudi Arabia
The current study focuses on customer relationship management initiatives in different organizations and in different countries. A proposed CRM model was adopted and used to evaluate the CRM initiatives of the chosen organizations in both Saudi Arabia and the UK. The scope of this research was affected by the differing levels of cooperation received from the organizations which participated in the case studies, thereby resulting in differing sizes of the said case studies. The adopted CRM conceptual model was used to evaluate the level of CRM maturity in the organizations studied. This model is believed to be a significant contribution to the theory and field of CRM. This model could be used by organizations to evaluate their CRM initiatives and assess their CRM readiness and status. The proposed CRM model specifies the basic parameters of the CRM sequential stages and their essential supporting conditions. Another important contribution of the study is that it identifies and highlights the potential effects of the cultural disparities existing between Saudi Arabia and the UK on CRM initiatives yet to be undertaken in both countries.
In depth open-ended questions were used to collect the data. The analysis of the data gathered went through two main stages. The first stage was to transcribe the data collected from all the organizations chosen and produce detailed write-ups for each case. In every case the write-ups were similarly structured to help the researcher in the second stage, the cross-case analysis. The cross-case analysis was based on the researcher’s proposed conceptual CRM model.
The central research question for this study is: Why and how do CRM initiatives succeed or fail? In order to answer this question, the following research questions were formulated and answers were deduced from the findings and results of the qualitative analysis conducted:
RQ1: What are the critical success factors of CRM initiatives?
The answers received resulted in the emergence of some critical success factors, such as:
1. Senior Management Support
2. Business Plan and Vision
3. Making the Change in Small Steps
4. Inter Departmental Collaboration
5. Clear Ownership of Data
6. Training for End-users
7. End Users' Acceptance of Change
8. Degree of Analysis and Customer Segmentation
9. Degree of Alignment
10. Language Considerations
11. Internet Presence
RQ2: What are the common difficulties when adopting a CRM initiative?
The answers came up with the following common difficulties:
1. Resistance to Change
2. Human Errors in Feeding the System
3. Governmental Legislation
4. Cultural Barriers
RQ3: What does CRM mean for different organizations?
The answers exposed a common interesting finding that different organizations considered CRM to be different things. Some considered CRM to be branded CRM software, others as call-centers, yet others as loyalty programs and/or simple tools to manage and satisfy customers. This confirmed that CRM meant different things to different organizations.
RQ4: Is CRM the right solution for every organization?
The answers proved that if branded software from recognized vendors only was to be recognized as CRM, then this standard and rigid kind of CRM could not always be implemented by all organizations. On the other hand, if the managerial concepts behind CRM were to be taken into consideration, then CRM could indeed be implemented by every organization.
Contents
Acknowledgements
Abstract
Contents
Chapter one: Introduction
1.1 CRM Background
1.2 Issues Raised
1.3 Research Objectives and Questions
1.4 Outline of Research Methodology and Data Analysis
1.5 Organization of the Thesis
Chapter Two: Literature Review
2.1 Introduction
2.2 CRM: The Philosophy
2.3 CRM: The Strategy
2.4 CRM: The Technology
2.5 CRM: The Management Models
2.6 The Proposed CRM Model for the Research
2.7 Related Comparisons between Saudi Arabia and the United Kingdom
- 2.7.1 Country Reviews
2.7.2 Business Cultures
2.7.3 CRM Readiness
2.8 Chapter Summary
Chapter Three: Research Methodology
3.1 Research Context
3.2 Research Objectives
3.3 CRM Conceptual Model and Framework
3.4 Research Method
3.5 Research Process ‘Onion’
3.6 Case study research
3.7 Triangulation
3.8 What happened in the field?
3.9 Data Analysis Plan
3.10 Chapter Summary
Chapter Four: Analysis and Results-Part One Ford of Britain
4.1 Introduction
4.2 Qualitative Cross-case Analysis
4.3Case Study One (Central Case Study): Ford of Britain Motor Company
- 4.3.1 Interviewees
4.3.2 Background
4.3.3 Business Strategies
4.3.4 Data and Segmentation Schemes
4.3.5 Difficulties and Obstacles
4.3.6 Managing Customer Portfolios
4.3.7 Evaluation of the System
4.3.8 Internet Presence
4.3.9 Future Plans
4.3.10 From the Dealer’s Side
4.3.11 Conclusion
Chapter Five: Analysis and Results-Part Two Banks
5.1 Introduction
5.2 Case Study Two: The National Commercial Bank in Saudi Arabia
- 5.2.1 Persons Interviewed
5.2.2 Background
5.2.3 Business Strategies
5.2.4 Difficulties and Obstacles
5.2.5 Data and Segmentation Schemes
5.2.6 Managing Customer Portfolios
5.2.7 Evaluation of the System
5.2.8 Internet Presence
5.2.9 Future Plans
5.2.10 Conclusions
4.3 Case Study Three: Al Rajhi Bank
- 5.3.1 Interviewees
5.3.2 Background
5.3.3 Business Strategies
5.3.4 Difficulties and Obstacles
5.3.5 Data and Segmentation Schemes
5.3.6 Managing Customer Portfolios
5.3.7 Evaluation of the System
5.3.8 Internet Presence
5.3.9 Future Plans
5.3.10 Conclusions
5.4 Case Study Four: Royal Bank of Scotland
- 5.4.1 Persons Interviewed
5.4.2 Background
5.4.3 Business Strategies
5.4.4 Difficulties and Obstacles
5.4.5 Data and Segmentation Schemes
5.4.6 Managing Customer Portfolios
5.4.7 Evaluation of the System
5.4.8 Internet Presence
5.4.9 Future Plans
5.4.10 Conclusions
5.5 Chapter Summary
Chapter Six: Analysis and Results-Part Three Saudi Airline and Standard Life
6.1 Introduction
6.2 Case Study Five: Saudi Arabian Airlines’, Alfursan Loyalty Program
- 6.2.1 Persons Interviewed
6.2.2 Background
6.2.3 Business Strategies
6.2.4 Difficulties and Obstacles
6.2.5 Data and Segmentation Schemes
6.2.6 Managing Customer Portfolios
6.2.7 Evaluation of the System
6.2.8 Internet Presence
6.2.9 Future Plans
6.3 Case Study Six: Standard Life Insurance Company
- 6.3.1 Persons Interviewed
6.3.2 Background
6.3.3 Business Strategies
6.3.4 Difficulties and Obstacles
6.3.5 Data and Segmentation Schemes
6.3.6 Managing Customer Portfolios
6.3.7 Evaluation of the System
6.3.8 Internet Presence
6.3.9 Future Plans
6.4 Chapter Summary
Chapter Seven: Analysis and Results- Part Four Bahrawi Trading Company and Noortech Technologies
7.1 Introduction
7.2 Case Study Seven: Bahrawi Trading Company
- 7.2.1 Persons Interviewed
7.2.2 Background
7.2.3 Business Strategies
7.2.4 Difficulties and Obstacles
7.2.5 Data and Segmentation Schemes
7.2.6 Managing Customer Portfolios
7.2.7 Evaluation of the System
7.2.8 Internet Presence
7.2.9 Future Plans
7.3 Case Study Eight: Noortech
7.3.1 Persons Interviewed
7.3.2 Background
7.3.3 Business Strategies
7.3.4 Difficulties and Obstacles
7.3.5 Data and Segmentation Schemes
7.3.6 Managing Customer Portfolios
7.3.7 Evaluation of the System
7.3.8 Internet Presence
7.3.9 Future Plans
Chapter Eight: Second Stage Analysis Cross-Case Analysis
8.1 Introduction
8.2 Cross-case Analysis of the Sequential Phases of the Conceptual CRM Model
- 8.2.1 Analysis and Segmentation
8.2.2 Managing the Customer Lifecycle (contact channels)
8.3 Cross-case Analysis of the Supporting Conditions of the Conceptual CRM Model
8.3.1 Senior Management Support and Leadership
9.3.2 Information Technology
8.3.3 Knowledge Management
8.3.4 Service Quality
8.3.5 People
8.4 Research Findings, in answer to RQ1: What are the critical success factors of CRM initiatives?
8.4.1 Senior Management Support
8.4.2 Business Plan and Vision
8.4.3 Making the Change in Small Steps
8.4.4 Inter Departmental Collaboration
8.4.5 Clear Ownership of Data
8.4.6 Training for End-users
8.4.7 End Users' Acceptance of Change
8.4.8 Degree of Analysis and customer segmentation
8.4.9 Degree of Alignment
8.4.10 Language Consideration
8.4.11 Internet presence
8.5 The Organization’s Levels of CRM
8.6 Research Findings, in answer to RQ3: What does CRM mean for different organizations?
8.7 Research Findings, in answer to RQ2: What are the common difficulties when adopting a CRM initiative?
- 8.7.1 Change Resistance
8.7.2 Human Errors in Feeding the System
8.7.3 Governmental Legislation
8.7.4 Cultural Barriers
8.8 Research Findings to Address the Conceptual Framework
8.9 Research Findings, in answer to RQ4: Is CRM the right solution for every organization?
8.10 Chapter Summary
Chapter Nine: Discussion / Interpretation of Findings and Conclusion
9.1 Purpose and Contribution of the Study
9.2 Discussion of the Findings
- 9.2.1 Interpretation of the Proposed CRM Framework
9.2.2 Interpretation of Implementing CRM in Saudi Arabia
9.3 Conclusions
9.4 Limitations
9.5 Managerial Implications
9.6 Contribution and Significance of the Study
9.7 Future Research
9.8 Chapter Summary
Appendices
Appendix A: Set of Open ended Questions Used in the Current Research
References
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